Multi-geography CHRO — Healthcare · anchored Continental Europe

Position overview

Gladwin International Leadership Advisors is representing a confidential organisation in Healthcare & Life Sciences on a senior CHRO leadership mandate anchored in Continental Europe. The remit explicitly spans India, Singapore, Australia.

This is a multi-geography leadership role requiring orchestration across time zones, matrix stakeholders, and often dual-reporting into global and regional lines.

The client values executives who build repeatable operating mechanisms, not heroic firefighting that resets every quarter.

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Context you will inherit

• Market & sector: ESG and social impact reporting — particularly for health systems receiving PE backing with ESG mandates
• Geographic spine: Primary hub Continental Europe with explicit corridor responsibility across India, Singapore, Australia.
• Organisation stage: Customer concentration in a handful of strategic accounts shapes both opportunity and reputational risk.
• Stakeholders: Key interfaces include headquarters strategy, regional risk and legal, local regulators (where material), and anchor channel partners.
• Secondary lens: Building management bandwidth to support rapid geographic expansion — opening new facilities at pace while maintaining quality and culture

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The mandate (12–24 month arc)

1. Culture diagnostics: Replace annual surveys with pulse and qualitative insight tied to business outcomes.
2. Role clarity: Clean up overlapping mandates between functions — reduce “everyone owns everything” ambiguity.
3. Internal mobility: Make moves across units easier; reduce hoarding of high potentials inside silos.
4. Alumni & boomerang: Professional offboarding and selective re-hire paths where brand and IP protection allow.
5. HR tech debt: Rationalise HRIS / ATS stack; improve self-service so HRBP time shifts to strategic work.
6. Board people reporting: Succession, diversity, and conduct themes with substance — not compliance theatre.

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Responsibilities (representative)

• Upgrade manager capability — especially feedback, coaching, and performance management at scale.
• Simplify rewards; reduce exception culture that undermines internal equity.
• Own employee listening and action planning tied to retention drivers.
• Partner with legal on investigations, policies, and regulatory people topics.
• Build HR analytics that support board and audit committee oversight.

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Leadership profile

• Judgment: High signal-to-noise under pressure; ethical clarity; willingness to halt initiatives that break risk appetite.
• Education: Strong undergraduate grounding; MBA / advanced degree / professional qualification common at this level.
• Communication: Executive presence in English; additional languages valued where market-relevant.
• Business partnership: HR seen as a strategic function, not only policy and service delivery.
• Geographic muscle: Comfort operating from Continental Europe with regular engagement across India, Singapore.

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Team & culture

The organisation runs hot — ambitious targets and thin buffers. You need to channel energy into sustainable rhythms: predictable planning, honest risk surfacing, and recovery time for teams after major pushes.

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Success measures (examples)

• Value creation: EBITDA / cash trajectory vs. owner or board case — especially under stress scenarios.
• Execution: On-time delivery of named transformation milestones; reduction in repeat incidents or audit findings.
• Leadership: External hires and internal promotions that stick; reduction in key-person concentration.
• Innovation: Launched offers or capabilities that move the needle on differentiation, not pilots that stall.

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First 90 days (orientation arc)

• Days 1–30: Map cash, covenant, and customer concentration risks before announcing initiatives.
• Days 30–60: Align owners and board on a 12-month value story — financial and non-financial.
• Days 60–90: Launch two quick operational fixes that build credibility with frontline managers.
• Deep-dive on talent — who is load-bearing, who is blocking, where external hire is mandatory.
• Socialise a simple KPI tree so every function sees how their metrics roll up.
• Clarify RACI for cross-border deals, staffing, and pricing exceptions.

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Stakeholder map (illustrative)

• Internal: Executive committee, functional peers, shared services leads, and programme PMOs.
• External: Key suppliers, technology partners, and joint-venture boards where applicable.
• Board / owners: Expect deep dives on risk, liquidity, talent, and transformation — slides light, substance heavy.

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Travel & mobility

Multi-hub rhythm — plan for weekly or bi-weekly cross-border travel during integration or transformation peaks.

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Compensation

Package aligned to CHRO benchmarks in Healthcare & Life Sciences — typically fixed, variable, benefits, and mobility where applicable. Structure detailed at shortlist.

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Application process

Gladwin International is managing this search confidentially. Shortlisted candidates will engage in structured conversations with the firm’s partners before client introduction. Please apply through the careers portal with a concise note on why this geography, sector, and remit fit your trajectory.

We review every submission personally; unsolicited outreach to the end client is discouraged and may disqualify candidacy.

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Reference: healthcare-life-sciences · CHRO · Continental Europe · Gladwin International Leadership Advisors